Instructions

1. Mission

The mission of the Economic Development and Corporate Training division of San Bernardino Community College District (EDCT) is to stimulate the economic prosperity of the Inland Empire through workforce development. This mission will be achieved by:
a. offering customized training solutions that meets the human capital development needs of regional employers;
b. providing innovative job training to the workforce in emerging technologies and high growth areas to foster economic prosperity in the region;
c. building and nurturing partnerships to obtain local/state/federal funds necessary for preparing a highly skilled workforce through short-term training.

2. Description

Please describe concisely the following characteristics of your unit. Feel free to use both narrative and quantitative information.

Purpose

Functions or services

Clientele(s)

Value of your services to the clientele(s), the Colleges, and the District

Organizational structure and number of personnel by function

Annual budget by object code for the last three years

Hours of operation, location, and other pertinent service characteristics

Significant changes, if any, since the last program review

As an independent and self-supporting arm of the District, the Economic Development and Corporate Training Division (EDCT) carries out the economic and workforce development mission. EDCT has two dedicated training facilities: the Professional Development Center (PDC) and the Donald F. Averill Applied Technology Training Center (ATTC). The programs offered by EDCT include both customized and off-the-shelf professional development seminars and workshops and customized performance improvement training and retraining solutions. By using a combination of grant funds and fees for services, EDCT delivers human capital development programs specially designed to help employers improve employees’ job performance and thereby their overall productivity and profitability. By providing training solutions to businesses, the District serves as a catalyst for job retention and creation in the region leading to economic development.

EDCT comprises the following centers and programs: Professional Development Center (PDC), Donald F. Averill Applied Technology Training Center (ATTC), Center for the Advancement of Nanotechnology (NanoCenter), On-line Education Center (Ed2Go), Logistics Technology Program (SCLTC), and the Career Technical Education (CTE) Community Collaborative. The PDC provides fee-based seminars and workshops, short-term training programs leading to certifications, customized contract training programs for employers, and short-term customized grant-funded training programs. The ATTC and the NanoCenter offer short-term high technology training programs, including Nanotechnology Technician's training and Green Technology training programs, to meet the growing technology training needs of companies in the Inland Empire. The On-line Education Center delivers a wide variety of not-for-credit professional and personal enrichment classes on-line to learners anywhere in the world.

The Economic Development and Corporate Training division has 11 positions, including six district level management and over 25 professional trainers. The following are the positions within the division:

3. Outcomes and Other Measures of Effectiveness

Identify at least one essential measure of effectiveness for each major operation of the unit. (See Effectiveness Measurement Guidelines and Examples.)

Include at least one baseline measure or measure of progress on a well-defined outcome.

Include at least one measure showing effectiveness in responding to the Colleges’ needs.

For each measure, identify the assessment method you used.

Please summarize the results of the measures you have applied. If results showing trends over time are available, please report them.

Measures of Effectiveness
In order to measure the effectiveness of the programs and services offered to displaced and incumbent workers during 2012-13, the Program Review survey instrument used previously was revised only slightly so that both the internal and external respondents were given the same set of questions. The questions were primarily designed to measure EDCT's effectiveness on the following major objectives: 1) relevance and impact, 2) quality and content of the training, 3) knowledge of trainers/instructors, and 4) overall customer service of the staff. Seven questions specifically address these areas of concern.
Because of our desire for the SBCCD EDCT to become a single, unified source for regional workforce development training, all functional areas of EDCT submitted individuals to be surveyed. A total of 368 surveys were e-mailed to the three groups using SurveyMonkey®. Forty-one (41) external individuals responded to the survey for an 11.1% response rate. All responses were compiled into the results below with an overall score for each section includingr both internal and external respondents based on a five-point Likert scale shown to the right:

Objective 1: Relevance and Impact 4.22EDCT provides immediate short term training solutions to the regional workforce.
Ninety-six percent (96%) of the external respondents and seventy-nine percent (79%) of the internal respondents to this statement selected "Satisfied" or "Very Satisfied".The ability of EDCT to develop and deliver customized training is a vital source for employers.
Ninety-six percent (96%) of the external respondents and eighty-two percent (82%) of the internal respondents to this statement selected "Satisfied" or "Very Satisfied".The training provided by EDCT to workers helps regional employers remain competitive.
Ninety-two percent (92%) of the external respondents and seventy-nine percent (79%) of the internal respondents to this statement selected "Satisfied" or "Very Satisfied".

Objective 2: Quality and Content of Training 4.04EDCT worked with employers to identify their training needs and deliver customized training solutions.
Seventy-nine percent (79%) of both internal and external respondents to this statement selected "Satisfied" or "Very Satisfied".The job training offered by EDCT to displaced workers provides them with skills and competencies needed for reemployment.
Eighty-one percent (81%) of the external respondents and seventy-eight percent (78%) of the internal respondents to this statement selected "Satisfied" or "Very Satisfied".

Objective 3: Knowledge of Instructors/Trainers 4.31EDCT trainers and instructors are experienced and knowledgeable in their subject.
Ninety-six percent (96%) of the external respondents and seventy-seven percent (77%) of the internal respondents to this statement selected "Satisfied" or "Very Satisfied".

Objective 4: Customer Service provided by EDCT Staff 4.30The EDCT staff and project managers are helpful.
Ninety-two percent (92%) of the external respondents and eighty-two percent (82%) of the internal respondents to this statement selected "Satisfied" or "Very Satisfied".

4. External Opportunities and Challenges

Describe any external opportunities that might lead to unit improvement over the next three to five years.

Describe any external challenges (e.g., legal requirements, budgetary constraints) that might limit operations or improvement over the next three to five years.

a. Describe any external opportunities that might lead to unit improvement over the next three to five years

The current survey of external participants, employers and SBCCD employees continues to point to the difference in perceptions regarding EDCT. While a majority of respondents ranked the four measured areas favorably, external respondents are generally more favorable about the value of EDCT to the community than internal respondents. These findings reveal that there is a lack of understanding among the District community about EDCT's role, breadth of offerings, and value to the community. Therefore, there still exists an opportunity to build awareness about the mission, vision, role, value and offerings of EDCT to the internal and external communities. Our immediate goal is to build awareness through various mediums such as Newsletters, presentations about EDCT at college events, and improving our efforts in building awareness among the internal and external customers.

b. Describe any external challenges (e.g., legal requirements, budgetary constraints) that might limit operations or improvement over the next three to five years.

New direction from both the California Community Colleges Chancellor's Office and Federal funding sources (U.S. Department of Labor, U.S. Department of Education, etc.,) encourage both regional and multi-regional collaboration of agencies and institutions to qualify for funding. This could mean fewer individual awards for EDCT as we shift to partnering and contracting with our colleges, other districts and agencies to support new grant requirements.

The requirement of categorically funding all positions limits the ability to cohesivly move from one funding source to another. Suggestions to overcome this limitation include funding EDCT support staff through the General Fund and funding EDCT support staff through the General Fund with each grant being charged back a relative portion of the cost of this funding.

5. Analysis and Evaluation

Analyze the implications of the assessment results and external factors for your unit.

In light of your analysis, what are your unit’s main strengths?

In light of your analysis, what are your unit’s main weaknesses?

a. Analyze the implications of the assessment results and external factors for your unit

The findings of the Program Review survey that EDCT administered in February 2013 to a sample of EDCT clientele, including training recipients, employers/businesses, and organizations, agencies and schools partnering with EDCT, revealed that EDCT is effective in executing its mission as evidenced through the survey responses. This high degree of effectiveness or success of our training programs is also evidenced by the number of employers that come back to EDCT to plan, organize and receive training.

b. In light of your analysis, what are your unit’s main strengths?

EDCT's unique and specialized capability and its capacity to develop, deliver and coordinate immediate training solutions to serve the needs of the regional workforce and employers

A highly qualified and experienced staff who can ascertain the training needs of the regional workforce and develop high quality training to improve the human capital development needs of the regional employers.

A highly qualified and experienced staff who can compete and win competitive grants at the national level and bring resources to our region for its economic and workforce development.

EDCT's unique role and position that enables SBCCD to serve the short-term job-training needs of about 75% of the adult population in this region that do not have ay college or a college degree or have generally any plans to attend college

EDCT's ability to provide immediate training and retraining resources to our workforce and impact economic development

EDCT's unique capability to provide training in emerging and high growth technologies and serve as an incubator for SBCCD colleges for emerging fields before a formal educational program is developed and offered.

EDCT's economic impact in job creation and retention of this region through providing job-training

c. In light of your analysis, what are your unit’s main weaknesses?

There appears to be a disconnect between the enormous impact EDCT has on the economic prosperity of this community as clearly perceived by our customers and the lack of awareness of District employees about the mission of EDCT. The main weakness lies in the lack of awareness about the mission of EDCT among the District's staff. Since our services are delivered directly to the workforce and employers/businesses, it is understandable that the District employees lack awareness about EDCT's role and value. However, our goal is to reverse this lack of understanding by continuing to publish a quarterly Newsletter.

Existing District processes are slow and cumbersome and limit our ability to respond to business requests at the speed that business requires. The time it takes to recruit and hire qualified candidates for grant-funded positions places us behind on meeting grant objectives in a timely manner. The process for approval of contracts and grants also can be a delaying factor in meeting grant objectives. Lack of a continuing group of support personnel limits the ability to quickly move a cohesive team from one funding source to another.

6. Three-to-Five Year Vision

Describe your unit as you would like it to be three to five years from now.

As a leading provider of economic and workforce development services among California Community Colleges, EDCT would like to be a leader in:

Collaboration with other educational institutions, government and community agencies, and community based organizations to obtain local/state/federal funds necessary for preparing a highly skilled workforce through customized training solutions that meet the human capital development needs of regional employers, provide innovative job training to the workforce in emerging technologies and high growth areas to foster economic prosperity in the region.

Securing sustainable funding to support community outreach that develops and provides rigorous and relevant programming for K-12 students, afterschool students, teachers and CC faculty to enhance academic and career success .

Expanding the scope of Nanotechnology training to include Nanomedicine, Nanoenergy and Nanomaterials and continue to be a leader in the nation in providing cutting edge Nanotechnology training for technicians.

Establishing a 501(c) (3) National Nanotechnology Collaborative that establishes a set of national skills standards for Nanotechnology Technicians that will be an extension of SBCCD.

Continuing to be self-supporting division and a contributor to SBCCD's community impact and financial supporter of the district through indirect costs from grants.

7. Impact on the Colleges and the District

Describe the most significant relationships with other District operations and College operations.

What major impact does your unit have on them?

.What major impact do they have on your unit?

How do your mission, vision, and goals contribute to the Board Imperatives and the District and/or College mission, vision, strategic directions, and/or goals?

a. Describe the most significant relationships with other District operations and College operations

The economic and workforce development mission performed by the Economic Development and Corporate Training (EDCT) division is a centralized function at SBCCD. EDCT offers Customized Contract Education, grant-funded training programs in emerging technologies, and short-term job-training for incumbent, displaced (unemployed), and underemployed workers on behalf of both colleges of the District. Further, EDCT serves as the training arm of the District in providing not-for-credit training services on behalf of the District. EDCT coordinates these services in collaboration with the District colleges when necessary. EDCT serves as an incubator for offering training in emerging technologies or for high growth or high demand occupations, which will eventually help the colleges in developing a certificate or associate degree program. Moreover, our short-term training programs can attract adults from the Inland Empire who may not otherwise enroll in a college level program and thus become familiar with SBCCD and its programs. So, EDCT is a gateway to SBCCD for displaced, unemployed, underemployed and incumbent workers in our region. These training participants can ultimately become potential students in the academic programs of both colleges. And, this is the major impact EDCT has on the colleges.

EDCT's mission, vision and goals are consistent with the overall mission of SBCCD and its Board Imperatives. EDCT's mission to stimulate the economic prosperity of the Inland Empire through workforce development is aligned with mainly the following Board imperatives: 1) institutional effectiveness and 2) learning centered institution for student access, retention and success.

8. Other Pertinent Information

Include here any other information you regard as necessary for a full understanding of your unit.

The Economic Development and Corporate Training (EDCT) division offers not-for-credit training and re-training programs for the purpose of providing short-term job-training for the workforce and quickly leading them to jobs. We also work together with the colleges to provide relevant hybrid programs (blending credit and not-for-credit) for businesses and the community that serve the human capital development needs of the incumbent workers.

Our training programs target three types of workers: displaced or unemployed, underemployed and incumbent workers. Our training programs are funded by grants or restricted funds from state and/or federal agencies. The grantors have their own terms and conditions and reporting and audit requirements. We provide quarterly and annual financial and narrative reports to the state and federal agencies for compliance. Moreover, the federal government agencies that provide grants for EDCT perform on-site audits of our programs at any time deemed necessary.

9. Goals, Objectives, Action Plans, and Resource Requests

Goals (with priority rank) over the next three years

Objectives (with priority rank) under each Goal

Principal Activities under each Objective, if available

Timeline for completion of each Activity or Objective

Person responsible for ensuring completion of each Activity or Objective

Progress on or achievement of a given Goal or Objective does not necessarily require additional resources. For Goals and Objectives that do require resources, enter the following information:

Resources required to achieve Goals and Objectives over the next three years, with description and rationale for each

Collaboration between agencies, regions, multiple regions and states is required to obtain both state and federal funding for workforce development programs. The addition of a full time Foundation Director for grant application management and fund solicitation will increase our ability to develop existing and seek new funding sources.

Rationale

EDCT needs to hire a full-time manager to seek and win grants offered for short-term job-training and to obtain funding through available sources. EDCT needs funding for this position for the first year only. By the second year, the position can be fully-supported with the indirect costs the grantors allow the District to keep from the grants. EDCT anticipates fully supporting this position from the proceeds of the grants.

Resource Type:

One-time

Expenditure Category:

Personnel

First Year Cost/Savings:

$99,000.00/$0.00

Actions/Activities:

1.1.a1 - Participate in Desert Regional Consortium

Actively participate in the Desert Regional Consortium to insure that our voice is heard throughout the region and that SBCCD is included in consideration of all regional grant applications.

Start Date:

07/01/2012

End Date:

06/30/2014

Responsible Person:

EDCT Managers

1.1.a2 - Build College Partnerships

Cultivate and nurture relationships between EDCT managers and faculty and staff representatives at both SBVC and CHC, other community colleges, local four-year colleges and universities, both public and private.

Start Date:

07/01/2012

End Date:

06/30/2014

Responsible Person:

EDCT Managers

1.1.a3 - Build Community Partnerships

Grow and strengthen existing relationships and develop new relationships where applicable with regional government and private organizations and businesses to maximize our positive impact in the region.

Start Date:

07/01/2012

End Date:

06/30/2014

Responsible Person:

EDCT Managers

1.2 - Objective - Secure sustainable funding to support community outreach that develops and provides rigorous and relevant programming for K-12 students, afterschool students, teachers and CC faculty to enhance academic and career success .

Priority Rank:

2

Start Date:

07/01/2012

End Date:

06/30/2014

Responsible Person:

Executive Director EDCT, CTE Community Collaborative Manager

Strategic Direction:

None

Impact Type:

-- Pick One --

Actions/Activities:

1.2.a1 - CTE Community Collaborative

Continue to promote, support and grow the CTE Community Collaborative through Counselor's Concave, membership in community organizations, sponsorship of community events and other related programs.

Start Date:

07/01/2012

End Date:

06/30/2014

Responsible Person:

CTE Community Collaborative Grant manager

2 - Goal - Provide innovative job training to the workforce in emerging technologies and high growth areas to foster economic prosperity in the region

Act as a Industry Advisor for the NSF National Center for Supply Chain Technology Education advisory committee.

Start Date:

07/01/2012

End Date:

01/31/2014

Responsible Person:

Logistics Technology Manager

2.2 - Objective - Expand the scope of Nanotechnology training to include Nanomedicine, Nanoenergy and Nanomaterials and continue to be a leader in the nation in providing cutting edge Nanotechnology training for technicians.

Priority Rank:

4

Start Date:

07/01/2012

End Date:

01/31/2014

Responsible Person:

ATTC Director

Strategic Direction:

None

Impact Type:

-- Pick One --

Actions/Activities:

2.2.a1 - Establish a National Nanotechnology Collaborative

Establish a 501(c)(3) National Nanotechnology Collaborative that establishes for the first time in the nation a national skills standards for Nanotechnology Technicians that will be an extension of SBCCD.

Manitain active membership in the Inland Empire Manufacturers Council. Support activities of the council and participate in the annual Manfacturer's summit through sponsorship and support.

Start Date:

07/01/2012

End Date:

06/30/2014

Responsible Person:

Workforce Development Manager

3.1.a3 - Green and Clean Energy Technology

Provide a wide variety of training in Green Technologies and Clean Energy technology occupational areas as needed by the community.

Start Date:

07/01/2012

End Date:

06/30/2014

Responsible Person:

Workforce Development Manager

3.2 - Objective - Market customized training and professional development programs to the community through various outreach efforts, community events, presentations at events and to the businesses

Host public events and attract businesses and general public to the PDC and ATTC; participate in community and regional events; make presentations at public events and conferences locally, regionally and statewide; advertise programs through the media; increase media coverage through newspaper, radio, television, and press releases for all programs; send bulk mailing for target populations.

As a self-supporting entity, we do not receive any funds from the District to do marketing and outreach to the region. EDCT needs some seed money to aggressively promote our services.

Rationale

EDCT has to build awareness about its programs and services in the community through aggressive marketing and outreach.

Resource Type:

One-time

Expenditure Category:

Services

First Year Cost/Savings:

$10,000.00/$0.00

4 - Goal - Continue to be self-supporting division and a contributor to SBCCD's community impact and financial supporter of the district through indirect costs from grants.

Publish a quarterly Newsletter to communicate information pertaining to EDCT to the external community; offer awareness building events and activities to make SBCCD's external community aware of EDCT's mission, vision, and breadth of offerings.

Priority Rank:

4

5 - Goal - Build awareness about EDCT's mission and program offerings among the District employees

The findings of a survey conducted by the District Strategic Planning Committee on Marketing and Outreach indicated that some of the respondents did not understand the role, value, and the breadth of offerings of EDCT. Therefore, the District community must be made aware of the mission, value, and breadth of offerings of EDCT

Publish a quarterly Newsletter to communicate information pertaining to EDCT; offer awareness building events and activities to make SBCCD's internal community aware of EDCT's mission, vision, and breadth of offerings.

Priority Rank:

7

Start Date:

07/01/2011

End Date:

06/30/2014

Responsible Person:

Executive Director of Economic Development and Corporate Training Division

Strategic Direction:

None

Impact Type:

-- Pick One --

Resource Requests:

5.1.r1 - Electronic publishing and e-mailing

Description

A quarterly Newsletter should be published

Rationale

In order to change the lack of awareness of District employees about EDCT mission, value and breadth of offerings as identified by the DSP Marketing and Outreach survey, EDCT needs to have a quarterly informational Newsletter published electronically.

Resource Type:

Ongoing

Expenditure Category:

Services

First Year Cost/Savings:

$2,000.00/$0.00

Second Year Cost/Savings:

$2,000.00/$0.00

Third Year Cost/Savings:

$2,000.00/$0.00

10. Progress Report on Last Cycle's Goals, Objectives, and Actions

Estimate progress to date on each of the last cycle’s Goals, Objectives, and Activities.

Any uncompleted Goals, Objectives, and Activities that are still important should appear in the Goals, Objectives, and Action Plans section above.

1 - Goal - Build awareness about EDCT's mission and program offerings among the District employees

The findings of a survey conducted by the District Strategic Planning Committee on Marketing and Outreach indicated that some of the respondents did not understand the role, value, and the breadth of offerings of EDCT. Therefore, the District community must be made aware of the mission, value, and breadth of offerings of EDCT

Publish a quarterly Newsletter to communicate information pertaining to EDCT; offer awareness building events and activities to make SBCCD's internal community aware of EDCT's mission, vision, and breadth of offerings.

Priority Rank:

2

Original Start Date:

07/01/2011

Original End Date:

06/30/2012

Revised Start Date:

07/01/2011

Revised End Date:

06/30/2014

Responsible Person:

Executive Director of Economic Development and Corporate Training Division

Strategic Direction:

None

Impact Type:

-- Pick One --

Status Code:

Work is Underway

Progress Description:

Quarterly newsletters are published and shared via e-mail to all district personnel. Hardcopy versions are available in the EDCT office.

Resource Requests:

1.1.r1 - Printing and mailing

Description

A quarterly Newsletter needs to be published

Rationale

In order to change the lack of awareness of District employees about EDCT mission, value and breadth of offerings as identified by the DSP Marketing and Outreach survey, EDCT needs to have a quarterly informational Newsletter published both electronically and hard copy for both internal and external customers.

Resource Type:

Ongoing

Expenditure Category:

Services

Funded:

No

Funding Source:

EDCT Funds

First Year Cost/Savings:

$2,000.00/$0.00

Second Year Cost/Savings:

$2,000.00/$0.00

Third Year Cost/Savings:

$2,000.00/$0.00

2 - Goal - Maximize the marketing and outreach efforts to build awareness in the external community

Publish a quarterly Newsletter to communicate information pertaining to EDCT to the external community; offer awareness building events and activities to make SBCCD's external community aware of EDCT's mission, vision, and breadth of offerings.

Priority Rank:

2

Objectives:

2.1 - Objective - Market customized training and professional development programs to the community through various outreach efforts, community events, presentations at events and to the businesses

Host public events and attract businesses and general public to the PDC and ATTC; participate in community and regional events; make presentations at public events and conferences locally, regionally and statewide; advertise programs through the media; increase media coverage through newspaper, radio, television, and press releases for all programs; send bulk mailing for target populations.

Priority Rank:

2

Original Start Date:

07/01/2011

Original End Date:

06/30/2012

Revised Start Date:

07/01/2011

Revised End Date:

06/30/2014

Responsible Person:

Executive Director, EDCT Managers

Strategic Direction:

None

Impact Type:

-- Pick One --

Status Code:

Work is Underway

Progress Description:

EDCT managers contunue to market EDCT offerings to community groups through sponsorship of job fairs, manufacturing summit, and transportation and logistics summit. EDCT Managers also maintain memberships in key community groups including San Bernardino Employment and Training Agency, Distribution Management Association of Southern California and the Inland Empire Manufacturers' Council.

Resource Requests:

2.1.r1 - Marketing and outreach

Description

As a self-supporting entity, we do not receive any funds from the District to do marketing and outreach to the region. EDCT needs some seed money to aggressively promote our services.

Rationale

EDCT has to build awareness about its programs and services in the community through aggressive marketing and outreach.

Foster partnerships from the community for seeking green technology grants; in partnership with the industry, develop training programs fitting to the regional industrial trends; apply for grants and contracts; in partnership with the County, recruit displaced workers; offer green technology training to the workforce

Priority Rank:

1

Original Start Date:

07/01/2011

Original End Date:

06/30/2012

Revised Start Date:

07/01/2011

Revised End Date:

06/30/2012

Responsible Person:

Workforce Development Manager, Director of ATT, Director of Center of Excellence and Manager of Logistics Technology

Strategic Direction:

None

Impact Type:

-- Pick One --

Status Code:

Work is Completed

Progress Description:

EDCT obtained and fulfilled a green technologies training grant.

Resource Requests:

3.1.r1 - Hire a full-time Manager for Grant Management and Development

Description

The Program Review Survey conducted by EDCT of its customers included three open-ended questions. For the question "What new/emerging technologies or high growth areas should EDCT offer training in," majority of them wrote in either "Solar Training" or other types of "Green Technologies" and or "Nanotechnology" training as needed. Therefore, as the respondents identified and consistent with the market trends, there is going to be a growing need for providing short-term job training in emerging technologies like Green Technologies and Nanotechnology.

Rationale

EDCT needs to hire a full-time Grant Manager to seek and win grants offered for short-term job-training, especially in emerging technologies such as Green Technologies and Nanotechnology.

EDCT need only funding for this position the first year. By the second year, the position can be fully-supported with the indirect costs the grantors allow the District to keep from the grants. EDCT anticipate fully supporting this position from the proceeds of the grants.

Resource Type:

One-time

Expenditure Category:

Personnel

Funded:

No

Funding Source:

Not Funded

4 - Goal - Seek out economic and workforce development grants in emerging technologies and high growth occupational areas to provide short-term job training for the workforce

Priority Rank:

1

Objectives:

4.1 - Objective - Search and evaluate economic and workforce development grant opportunities in emerging technologies and apply for grants to provide short-term training for incumbent workers and displaced workers

Review terms and conditions of grants in new and emerging technologies; seek out potential educational and business partners who can leverage financial and intellectual resources for the project; negotiate with prospective partners; develop Memorandums of Understanding; identify individuals who have the educational background and industrial experience in assisting us with the development of training content; develop training programs to be included in the grant application; develop grant proposals and apply for grants

This year EDCT managers wrote and won three CCCCO grants; $350k Industry Driven Regional Collaborative (IDRC) for Nanotechnology, $299k Responsive Training Fund (RTF) for Manufacturing and a $219k Job Development Incentive Fund (JDIF) for Logistics.

This objective is dependent on obtaining a full time Grant Writer to seek new funding sources.

Resource Requests:

5.1.r1 - Hire a Manager for Grant Management and Development

Description

Please see Goal No. 3 and Objective No. 3

Rationale

Please see Goal No. 3 and Objective No. 3

Resource Type:

One-time

Expenditure Category:

Personnel

Funded:

No

Funding Source:

11. Process and Participants

Describe briefly the main steps of the process that produced this report.

List the name and function of each participant in that process.

Include as many members of the unit as possible in the preparation and/or review of this document. It should not be the product of the manager alone or of a small proportion of unit members.

Describe the plan for future assessment cycles, particularly if not all measures were applied in current cycle.

a. Describe briefly the main steps of the process that produced this report

Alan Braggins was appointed by Matthew Isaac to chair the Program Review Survey Committee. The following EDCT personnel volunteered or were appointed to the committee: Robert Levesque, Wendy Zinn, and Stacy Sysawang. It was decided that SurveyMonkey will be used for external respondents and Snap would be used for internal respondents and that the two surveys would be conformed.

The committee completed the following tasks:

The existing Survey Instrument was revised and adopted for survey

The following three groups were identified for survey: 1) Training Recipients, 2) Employers/Businesses, and 3) Organizations, Agencies or Schools Partnering with SBCCD, SBCCD employees.

An e-mail survey was e-mailed to 386 potential external participants and all SBCCD employees.

Under the direction and leadership of Dr. Matthew Isaac, Alan Braggins prepared the final Program Review Plan and Report.

Alan Braggins prepared the Program Review Survey Results and the EDCT Program Review Plan and Report, under the direction and leadership of Dr. Matthew Isaac, Executive Director, Economic Development and Corporate Training.